SLPS by sbaig1977

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									Human Resource Services
Service Level Provision Statement
      HR CLIENT SERVICES
Service description Current or prospective service Service optional Is the service reasonably available from a different provider? Frequency/ volume of service Quality of Service Indicator EFTs for this service Direct (non-salary) costs of service Reporting (to Robin frequency, format & content of reporting)

HR Client Services HR Systems Organisational Development (OD) Employment Equity & Diversity Occupational Health & Safety (OHS) Industrial Relations

Establishment/variation of positions  Direct Managers/supervisors in use of position statement template builder and UNE Enhanced Descriptors.  Provide advice, as required, of appropriate classification level for both advertised and nonadvertised appointments  Assist as required in development of Senior Executive Position Descriptions  Processing reclassification/ broadbanding of positions  Manage establishment of positions, i.e. workplace changes/reporting lines  Systems maintenance Recruitment Advertising  Placement of recruitment advertisements, researching

Current

No

No – specific to UNE’s Workplace Agreement and HR System

Daily – approx. 250 new positions a year.

 Streamlined process.  Limited complaints  Limited data cleanup  Decrease in errors in reports

1

As required

Current

No

Yes – Cost Centres could go through an outside agency (but high risk of

180-200 positions per annum

Maximising coverage for $ spent on advertising. Close contact with clients

1.1

No other direct costs to HRS. Direct costs from Advertising

As required.

1

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

and providing advice on strategies to optimise exposure  Manage and maintenance of Employment Opportunities website  Applying HR policies, UNE Workplace Agreement, legislation and consistency of all material appearing in advertisements  Checking and coordination of accounts from Advertising Agencies  Appearance, brand, quality control and cost effectiveness of advertisements  Systems Maintenance: setting up and varying advertised position in Position Management of ALESCO  Participate in projects and working parties to deliver best practice service provision to clients in the applications/recruitment area Recruitment Processing  Check Selection Committee composition meets policy requirements and shortlisting and interview dates have been scheduled  Receive applications, check for eligibility to apply, enter applicant details into Applicant Tracking within ALESCO and prepare written acknowledgement for each Current No

non-compliance with Workplace Agreement/policies and University loses control over presentation, coordination & significant cost consideration, brand and quality control)

to delivery accurate, cost effective and well presented advertisements.

Agencies only passed on to Cost Centres. There will be some costs involved in reconfiguration of the UNE Employment Opportunities web site with the introduction of erecruitment.

Yes – Cost Centres could use external recruitment agencies (difficulty in compliance with UNE policies)

180-200 positions per annum

 Streamlined process with application package available soon after closing date.  Applicants indicating a high level of service from Human Resources.

.7 (this role is shared within our operation al staff)

Nil

As required

2

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

application  Extract report on applicants from ALESCO and check against application file for quality assurance. Prepare package of applications, additional material from applicants and policy for the Chair  Handle late applications and enquiries in consultation with Chair of the Committee. Administration of Selection Committees  Arranging meetings  Setting up interviews/videoconferencing  Seeking/following up referees reports Equivale nt of 1* per position for FEHPS currently.
(*Simple process without complicati ons or changes).

Current for Prof, Sen appoints & FEHPS academic positions.

Yes

 Acting as Secretary to Selection Committees  Writing up Committee Report

Current for Prof & Sen appointme nts.

Yes, could be done at Faculty level or by relevant DVC’s office. For HRS to continue to do this for FEHPS, it would need to be on a full cost-recovery basis.

Varies between Faculties/Director ates.

Interviews go as planned. Positive feedback from applicants.

Video conferencing costs covered by Cost Centres.

As required

Yes

Varies between Faculties/Director ates

Minimal changes by Chair to reports.

 Check quality control of Selection Committee report and compliance with policy  Liaise with Chair re identified risks within report to avoid exposure to litigation  Prepare documentation for VC

Current for all Faculties

Yes, with acceptan ce of potential risks involved. Yes

No, tied to UNE policies.

No

Depends on process of Selection Committees. It is not uncommon to have 10 reports in one week.

Current

Number of industrial cases arising from recruitment processes. Turnaround time to letter of offer. Number of queries/concerns

Average of .5 day per normal academic position. Additiona l 2 EFT to support all academic recruitme nt.

Nil

As required

Nil

As required.

3

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

approval for appointment

from applicants. Resource s for Professor ial and senior appointm ents required to be transferre d from Secretari at in conjuncti on with other transferre d responsi bilities. 2-3 (shared role across operation al team staff) Files and printing of offer package materials. As required

.

Preparation of offers for advertised positions  Prepare letters of offer, AWAs and offer packages  Prepare letters of advice to unsuccessful interviewed applicants  System maintenance: update Applicant Tracking for reporting  Prepare new staff members file and close recruitment file  Advise supervisor of probation requirements and deadlines Arrangements for incoming staff:  Ongoing communication with

Current

No

No, legally binding contract from the University.

High volume daily. (Note that there is frequently more than one offer and also multiple appointments for any one position advertised).

Accuracy of content with efficient and timely delivery of offer to successful applicant.

Current

No

No

Daily communication.

 Smooth transition period prior to

1 (shared role

Nil.

As required

4

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

new staff member in relation to offer: salary scale, probation, travel and removal, superannuation, accommodation and support facilities available in Armidale, commencement of employment etc.  For non-Australian resident appointees: prepare the University’s Employer Sponsorship application, maintain contact with new staff member and the Department of Immigration and Citizenship and monitor timeframes during visa application period Induction of New Staff (including temporary and advertised positions):  Coordinate and arrange payment of Travel and Removal claims on arrival  Ensure all paperwork is received including original qualifications, copies of photo ID etc.  Obtain verification of all qualifications held from various institutions.  Induction – OD Introduction to UNE  Obtain details of prior service from previous institutions. Prepare calculations, enter system and advise staff member.  Data entry onto payroll system Current No

Could be done by an Immigration Agent.

UNE Sponsorship: 1015 per annum

commencement for the new appointee  Immigration process approved and within a reasonable timeframe  Staff member arrives at UNE with a positive experience of our support and recruitment process

across operation al team staff)

Sponsorship fee only passed on to Cost Centres.

No, UNE policies, procedures and quality control. System and security of staff information. T&R could be handled at Faculty level.

Daily

New staff member commences at UNE, on the payroll, able to obtain ID card and email access promptly.

1 (shared role across operation al team staff)

Nil. Direct Travel and Removal costs only passed on to Cost Centres.

As required from ALESCO.

Initial stages only.

5

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

(ALESCO)  Superannuation/Salary packaging information and contacts  Arrangements for UNE ID/Library Card Process temporary/casual appointments, and extensions to those appointments  Check previous employment history at UNE for potential risk and future entitlements as per Workplace Agreement. Advise employing area of problems and potential risks  Determine if DVC/COO approval is required and send across with background.  Prepare letters of offer, AWAs and offer package for temporary appointments. Check if currently holds multiple appointments, prepare AWA to combine all current appointments.  Obtain verification of all qualifications held from various institutions.  System maintenance: Set up position and occupancy in ALESCO  Advise supervisor of probation requirements and deadlines Honorary/Adjunct/Visiting appointments Current No No, UNE policies, procedures and quality control. System and security of staff information. Daily. 15-20 temporary appointments per fortnight. 20-40 casual appointments per fortnight. Contracts offered in a timely manner. People put onto the system to be paid. 1 - 1.5 (shared role across operation al team staff) Nil As required from Alesco.

Initial stages only.

Initial stages

No

This role is in the process of moving from the

300 appointees currently.

Streamlined process.

Unknown at this stage.

Nil

As required once set up from

6

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

• Prepare correspondence • Set up position and appointee in Alesco

Secretariat.

Previousl y combine d with other roles in Secretari at. Daily Actioned and reports provided promptly. .2 (shared role across operation al team staff) Nil

Alesco.

Ongoing Personnel management  Probation review  Performance Management issues/advice  Processing incremental progression  Advice to Cost Centres regarding appointments/ variations to appointments coming to an end  Provision of day-to-day advice on a range of personnel matters Processing Variations to current appointments:  Changes to hours/fraction  Payment of allowances, including Higher Duties Allowances and Market Loadings  Transfers and secondments  Promotions  Reclassifications  Changes to supervisors, reporting lines, rosters, etc.  Changes to GL account codes

Current

No

No – UNE Workplace Agreement and policies

As required from Alesco..

Current

No

No (Secretariat for promotions)

daily

Complaints Unpaid staff

1

Possible loss of productivity for clients if variations are delayed.

Statistics can be drawn from system

Proposed (for promotions )

7

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

Leave administration  Receiving application for various leaves  Checking entitlements  Managing sick leave and medical certification  Managing related payroll & superannuation issues, i.e. LWOP, Parental leave, LSL half pay and preparing associated correspondence  Long Service Leave calculations and associated correspondence  Payment of Holiday Pay Loading  Answering general leave enquiries  Provision of leave liability reports to Cost Centres, Financial Services  Data entry into ALESCO Administration of Workers Compensation processes, including  Receipt of documentation  Liaison with Cost Centres, staff and WC insurer  Provision of regular reports  Facilitation of claims review meetings Long term sick leave  Identifying long term sick leave cases from sick leave reports  Following up with Cost Centres

Current

No

No – WebKiosk should make it more of a self-serve

daily

Reduction in sick leave. Leave liability managed (better information to cost centres) University leave provisions reduced creating a more favourable financial position.

1

Overpayments of entitlements if records not correct.

Statistics can be drawn from system

Current

No

No

daily

Minimise Worker’s Comp $, lost productivity and absenteeism

1

Increased premiums Poor management by University may result in massive fines by workcover

Quarterly account meetings and statistics from system.

8

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

on appropriate action to be taken  Organisation of independent medical assessment Return to Work  As an outcome of management of workers compensation or long term sick leave cases, work with the Cost Centre to ensure an appropriate “returnto-work” plan is put in place. Medical Retirement  Where a “return-to-work” is not possible or has been unsuccessful, facilitating the medical retirement process Data entry of Timesheets  Matching of timesheet to correct job/appointment  Checking/processing of additional entitlements  Data entry into ALESCO  Liaison with staff and Cost Centres  Process overtime claims Superannuation Payroll Services  Fortnightly salaries to UNE staff – preparation of Pay Advices  Maintenance of deductions and disbursements  Maintenance of tax records, and facilitation of special taxation arrangements Current No Yes – could be outsourced but would not be costeffective nor timesaving given we have to still maintain the ALESCO database. Payroll cycle fortnightly, reconciliations, enquiries, management daily Staff paid, obligations to ATO and Government departments met, Legislative requirements met 2 Postage on payslips/summarie s. Current No No – WebKiosk should make it more of a self-serve Daily during input week Complaints, unpaid staff, issues with cost centres 2 Loss of reputation, loss of quality casual staff. Poor management of Casual staff (breaks in service) may result in claims for permanency Volume statistics available to be drawn from system

9

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

 Facilitate garnishee/ Centrelink/ child support payments  Provision of documentation in response to subpoenas  Preparation/checking of calculations and entitlements, including severance payments  Answering enquiries/ correspondence from clients  Preparation of Payment Summaries  Management of variations to payroll – overpayments/underpayments, etc.  Provide fortnightly payroll service for: o SportUNE staff – full service as above o ServicesUNE – payments, tax and disbursements only o NERAM – payments, tax and disbursements only  Reconciliation of payroll Processing Resignations/Retirements/Termi nations  Preparation/checking of calculations, entitlements and eligible termination payments  Arrangements for sign-off of return of University property/finalisation of debts  Letters of termination  Payment/disbursement of final No No No – with the exception of those items which would apply to outsourced payroll above. Ongoingincreasing in intensity as workplace change escalates Meet timeframes of workplace change. Meet legislative requirements. Ensure return of University property 1 Volume of work can delay workplace change resulting in extra cost Turnover statistics available from system

10

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

monies  Exit from superannuation arrangements  Exit survey/separation certificates

HR SYSTEMS
Service description Current or prospective service Service optional Is the service reasonably available from a different provider? Frequency/ volume of service Quality of Service Indicator EFTs for this service Direct (non-salary) costs of service Reporting (to Robin frequency, format & content of reporting)

Production of management reports, tables, charts, mailing lists & labels Managing Organisational structure including C-Levels and positions Provision of WebKiosk facilities  Security maintenance and staff access  Pay Advices  Payment Summaries  Leave Balances  Personal Information

Current

Yes

No

Ongoing

Accuracy and usefulness of information Accuracy and usefulness of information Minimal number of hard-copy payslips and payment summaries. Number of users accessing WK. Feedback from cost centres and users

.5

Current

No

No – unless different HRMIS provider chosen No – unless it was part of an outsourced payroll facility as above

Ongoing

.6

Current

Yes

Ongoing

.1

Development of Web Kiosk facilities  Leave applications  Timesheet submission  Expense claims  Training nominations

Prospective

Yes

No – unless different HRMIS provider chosen

Ongoing

Additional WK functionality available

.5

Annual HRMIS licence costs managed by IT

11

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

 Casual appointments  Performance feedback  Reporting Preparation of Statistics for  ABS  DEST  ODEOPE/EOWA  Senior management reports HR Benchmarking Surveys and Reports – both internal and external HES/Talent2 Development work – provision of  “e-recruitment” functionality  on-line record-keeping (WorkChoices) facility  HEWRRS/AWA functionality  budget module  on-line leave and timesheets  360 degree feedback and questionnaire functionality  Training & development module  OHS module Representing UNE at HES/T2UG meetings System maintenance and upgrades Current No No Upgrades at least twice a year and ongoing maintenance Ongoing System on supported versions of software. .4 Current Yes No – we still have to do the work Annually Deadlines .1 Provision of this work takes staff away from other duties. HES membership fees and contribution to HES development fund Current No No (DEST stats could be provided by Dr Kleeman’s area Annually, with major impact. Deadlines .2 Provision of this work takes staff away from other duties

Current

Yes

Yes, we could contract the work out, but then it would never happen, because we will never have the budget, and the “contractors” would still need our expertise.

Ongoing

Implementation of modules and developments. Feedback from cost centres and users. Streamlined processes

1.2

Ongoing data integrity, code maintenance, etc.

Current

No

No

Quality of data output

.1

12

ORGANISATIONAL DEVELOPMENT
Service description Current or prospective service Service optional Is the service reasonably available from a different provider? Frequency/ volume of service Quality of Service Indicator EFTs for this service Direct (non-salary) costs of service Reporting (to Robin frequency, format & content of reporting)

Performance Management System  Development , monitoring and review of the System – ensuring all components of the system work together to achieve UNE strategic objectives  Policy and Procedures – development and maintenance  Staff and Supervisor Training – provision, recording, reporting  Performance Management Records (completions of reviews, and due dates)  Alesco maintenance – 360 Degree Feedback, Web Kiosk, online access Monitoring of, and reporting on, management / supervisory practice (against Strategic Plan objectives) via:  Training Database (training undertaken)  Study Leave for general staff  Study Leave for academic staff Consultation Services  Business and strategic planning  Training needs analysis  Organisational development

Current

No

No

System and policy review will occur as required New staff trained within three months of commencement Supervisors trained within three months of commencement of role, and every 3 years thereafter All staff undertake annual performance reviews – recorded in HRMIS As required – training database updated weekly

Client feedback Surveys

0.5

Nil

As required and / or annually Training reports annually by work unit with academic / general staff sub-categories PMS completion report annually by work unit with academic / general staff sub-categories

Training ideally provided free of charge but if cost recovery: Printing av. $20 p/person Trainer av. $100 p/hr

Current Prospective (in the case of Academic study leave)

No

No

Client feedback

0.5

This can be covered by salaried staff with no additional expense

Annual report by work unit with academic / general staff sub-categories

Current

Yes

Yes – could be outsourced OD will charge for all consultation at rate of $75 per hour

As requested

Client feedback Repeat business requests

1.0

$75 per hour

Annual report by work unit by types and frequency of services provided

13

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

and culture  Mentoring and coaching Induction Processes  Weekly induction sessions and provision of associated documentation  Twice yearly VC Welcome to New Staff sessions Current Yes No Weekly Client feedback 0.2 Ideally free of charge but if cost recovery: Printing av. $20 p/person Trainer av. $100 p/hr Annual report No of staff participating by work unit with academic / general staff sub-categories

VC’s office could organise the VC sessions or it could still be coordinated by OD New No No

Twice a year

Client feedback

0.1

 Induction for HOS  Induction for Managers Coordinate and/or Facilitate Compliance Training  Performance Management System and Process  Selecting the Best  Risk Management     Records Management OH&S EO Online Ethics, Code of Conduct, Protected Disclosures, anticorruption, etc

As required

Client feedback

0.1

Ideally free of charge Ideally free of charge but if cost recovery: Printing av. $20 p/person Trainer av. $100 p/hr

Annual report No of staff participating Annual report Number of staff participating in training by work unit with academic / general staff , and gender subcategories

Current

No

Yes – could be outsourced (although there are risks associated with this and increased costs) OD will charge full cost recovery for all training programs – provided either face-to-face or online

All new staff require training in these areas within 3-6 months of commencement Supervisors require refresher training in these areas every 3-5 years

Client feedback Repeat business requests

0.5

Coordinate and/or Facilitate Training in Professional Skills  Leadership development  Management (for middle and senior management)  Frontline Management (entry point training)  Training and Assessment

Current

Yes

Yes – could be outsourced (although there are risks associated with this and increased costs) OD will charge full cost recovery for all training programs –

On request

Client feedback Repeat business requests

0.5

Printing av. $20 p/person Trainer av. $100 p/hr

Annual report Number of staff participating in training by work unit with academic / general staff , and gender subcategories

14

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

 Customer Service  Conflict Resolution  Negotiation and Mediation  Communication  Presentation Skills Coordinate and/or Facilitate IT training:  Intro and Advanced Excel  Intro and Advanced Word  Intro and Advanced PowerPoint  Intro and Advanced Outlook  Intro and Advanced Access  Adobe Acrobat  Photoshop  UNE Systems – Finance One, Callista Student, Callista Research, Alesco, CRM, KnowRisk, TRIM. XML, webpublishing  Other as identified and required Current Yes

provided either face-to-face or online

Yes – could be outsourced (although there are risks associated with this and increased costs) OD will charge full cost recovery for all training programs – provided either face-to-face or online

On request

Client feedback Repeat business requests

0.5

Printing av. $20 p/person Trainer av. $100 p/hr

Annual report Number of staff participating in training by work unit with academic / general staff , and gender subcategories

EMPLOYMENT EQUITY & DIVERSITY
Service description Current or prospective service Service optional Is the service reasonably available from a different provider? Frequency/ volume of service Quality of Service Indicator EFTs for this service Direct (non-salary) costs of service Reporting (to Robin frequency, format & content of reporting)

Advice on:  informal complaint handling  conflict resolution  discrimination and

Current

No

Yes. Internal EO Advisers; Private external provider;

Ongoing as required

Feedback from client/area; reduced perception of discrimination/harass ment recorded in

.5

Phone, printing & photo-copying

As required

15

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

harassment

External Agencies: NSW AntiDiscrimination Board; Human Rights and Equal Opportunity Commission (depending on the issue) Current No Yes. Internal EO Advisers External mediator Internal EO Advisers Ongoing as required

discrimination Surveys

Provision of mediators for grievance resolution, as requested (As per policy) Provision of EO Observers on selection committees as requested. (As per policy) Provision of EO Observers on Promotion committees (As per policy)

Feedback from client/area Issue resolved Minimal appeals

.1

Phone, printing & photo-copying

As required

Current

No

Ongoing as required

.05

Nil

As required

Current

No

Internal EO Advisers

4 Promotion Committee meetings; 1 review meeting; any appeal meetings Ongoing as required

Minimal appeals

.1

Nil

As required

Provision of EO Observers for committees/meetings/ change processes as requested

Current

Depends upon nature & level of request No

Internal EO Advisers

Minimal grievances & informal/formal complaints

.05

Nil

As required

Provision of advice on workplace adjustment for people with a disability

Current

Need EEO advice in conjunction with: external Human Rights and Equal Opportunity Commission; other relevant

Ongoing as required

Minimal formal complaints or complaints lodged with external agencies : ADB, HREOC

.05

Phone costs

As required

16

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

agencies/services depending on the disability Provision of advice on UNE strategies/ programs/policies to address historical disadvantage Current Yes - but not advisable No: in respect of UNE programs & policies; Yes: Equal Opportunity for Women in the Workplace Agency (EOWA); Office of Employment Equity and Diversity (OEED) No: in respect of UNE programs & policies; Yes: Equal Opportunity for Women in the Workplace Agency (EOWA); Office of Employment Equity and Diversity Yes: training possibly external provider; No:for ongoing maintenance (development and debriefing) which needs to be provided in-house Ongoing as required University culture change; programs in place; reduced perception of discrimination/harass ment recorded in Discrimination Surveys .05 Phone, printing & photo-copying As required

Provision of advice on flexible working options

Current

Yes - but not advisable

Ongoing as required

Increased use of flexible arrangements

.05

Nil

As required

Provision of EO Adviser team (training and maintenance)

Current

Yes - but not advisable

Training: biennually or as required; development: bimonthly; debriefing: as required

Well trained team accessed by staff & supervisors

.25

Trainer, if external trainer required; materials, venue & catering for training and development sessions

As required

17

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

Provision of programs to promote equal opportunity, including  Pathways to Careers & Promotion for Academic Women  ALLY program  Dignity & Respect in the Workplace Charter  Contributions to general training courses in diversity leadership, intercultural effectiveness, grievance handling and conflict resolution. V-C EEO Advisory Committee  secretarial support for committee  development and implementation of committee objectives eg faculty and directorate discrimination surveys and associated reports  establishment & support of Directorate Equity Committee EEO Management Plan (statutory requirement) Statutory Reports  EOWA  OEED

Current

No

Yes: potentially outsourced, but the key programs are UNE initiatives, so they have to come from the people who are training in them.

.4 Pathways: annually with follow-up mentoring; ALLY: 3/4 pa with follow-up meetings & development; Charter: ongoing as required; General: ongoing as required Pathways: increased female participation in promotion process; ALLY: inclusive UNE environment; Charter: reduced workplace conflict

As above

As required

No Current Current

No 5 meetings pa Ongoing

Appropriate support & carriage of committee objectives.

.25

Phone, printing & photo-copying

As required

5meetings pa Prospective

Current

No

No

Every four years in line with UNE Strategic Plan Annually & as required

University equity direction articulated & implemented Feedback from external agencies including waiver from reporting (EOWA)

.05

Phone, printing & photo-copying Phone, printing & photo-copying

As required

Current

No

No

.25

As required

18

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

 progress towards objectives as set out in the Cultural Diversity Priorities Statement via UNE Annual Report Grants/citations/applications (eg Employer of Choice, STEP funding) Review of Equity Policies Current & prospective Yes No, however could use an external consultant No, however could use an external consultant As available & required Successful application – e.g. Employer of Choice for Women status Appropriate policies in place; reduced perception of discrimination/harass ment recorded in Discrimination Surveys .05 Phone, printing & photo-copying As required

Current

No

As required

.05

As required

OCCUPATIONAL HEALTH & SAFETY
Service description Current or prospective service Service optional Is the service reasonably available from a different provider? Frequency/ volume of service Quality of Service Indicator EFTs for this service 1X HE07 Direct (non-salary) costs of service Reporting (to Robin frequency, format & content of reporting)

Management of OHS – Consultation Planning Organisation Implementation Expertise  OHS advice chemicals and on general issues  information on OHS legislative requirements  information on UNE specific OHS issues

Current

No

No

Daily

Reduced incidents Legislative compliance Satisfied clients

.2

Nil

As required

Current

No

Yes, University lawyer or external OHS consultant, but this is not cost effective Also needs familiarity with the workplace.

Daily

Satisfied clients with prompt service

.1

Reference material CCH , some library, publications Aust Standards or postage costs

As required Regular feedback is provided to WG on matters of more general application

19

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service 1X HE07

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

Legislation requires availability, immediacy Compliance ,legal ,data input , corporate records and reports Current No Someone would need to input data and formulate and then formulate the report Attendance at meetings raises profile and assists consultation process OHS reps or external auditors No Generally No Dependent on the specialisation Committee No, needs to be done by the person with specialised OHS knowledge and knowledge of UNE environment No, needs to be done by the person with the knowledge Regular Minutes of meeting Monthly Satisfied clients .1 Nil As required Monthly OHS Officer report available from TRIM As required

Attending meetings – WGHRS-Risk etc

Current

Regular

Attendance at meetings

.1

Nil

Risk management, assessments , inspections, Internal audiits Follow up on OHSSC action items

Current

.15

Nil cost internal Approx $5000 Cost of consultant is external audit As above UNE Compliance registration costs

As required

Current

.1

As required 2007 Report ing from Alesco As required Monthly reporting available in OHS Officer report

Develop University policy, plans, computer systems , and represent UNE at NUSA, AUSA and HES meetings

Current

No

Regular

Client satisfied with service

.2

Cost of travel, conferences

Continuos improvement, quality assurance -develop strategies, models and pro formas including attending training sessions & NUSA Co ordinate & motivate OHS reps and Working groups &

Current

No

Regular

Plans, models and proformas in HRH

.1`

Travel

As required required

Current

No – legislativ

No, needs to be done by the person

Daily

WG functioning

.1 50 OHS

Cost of remedial equipment

As required

20

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service 1X HE07

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

compliance with legislative provisions for consultation

e requirem ent Current No – legislativ e requirem ent

with the knowledge

represent atives varying levels On going .05 As required

Co ordinate Health surveillance

Yes - Independent consultants, but this is not cost effective as they would not know all activities being conducted and contact persons Yes, Cost Centres could organise, but this would be expensive and inefficient, not to have it organised centrally. No – must be UNE employee

Arrange hazardous chemical waste collection

Current

No

Ongoing Collections approx 4 X per year

Effective waste removal No stockpiles

.05 Various Technical assistants various levels .05

Removal costs Pick up costs

As required

OHSSC minutes

Report incidents to WorkCover

Current

No – legislativ e requirem ent No

Rare

All non disturbance incidents reported

Nil – 7500 prosecution + adverse publicity Nil

Inform Director HR of each report As required OHS Officer Report records monthly

Record and analyse incidents

Current

No, needs to be co-ordinated centrally

Regular Report monthly

OHS Officer report stats Benchmark surveys

.15

Incident investigation for preventable incidents

Current

No

Yes- Faculty or OHS consultant

Regular

All incidents investigated

.1 Various superviso rs all levels .05

Travel Photography Technical equipment eg noise meter Nil

As required

Minor Incident investigation

Current

No

Currently

Regular

All incidents

Nil

21

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service 1X HE07

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

conducted by local supervisors

investigated

Various superviso rs all levels .2 Photocopying

Written on incident report

4 day - OHS Consultation Mandatory training for OHS reps and committee members (in conjunction with OD)

Current

No – legislativ e requirem ent

Yes - could be an accredited WorkCover trainer UNEP Issues –  would not be customised to UNE  limited accredited certificated trainers  Cost +$600 per person >24,000 per yr  Currently not conducted by local TAFE or Yes - could be done by an accredited WorkCover trainer – see issues above No - need local knowledge to identify and develop Yes – consultant – see issues above Yes , needs to be done by the person with the

3 per year

All OHS reps trained

As required

On line courses (in conjunction with OD)

Current

No – legislativ e requirem ent Yes

Monthly

Staff trained

.05

Photocopying

As required

Development of Toolbox sessions

Current

Regular

Satisfied clients

.05

Nil

As required

Presentation of toolbox sessions Maintain the Chemwatch data base

Current Current

Yes No – legislativ e

As needs On going

Satisfied clients Data base operational- All sectors have

.05

Photocopying Chemwatch/ Chemgold subscription

As required As required Report download

.05

22

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service 1X HE07

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

requirem ent

knowledge, and ability to communicate with staff There would still be a need for OHS Officer to co ordinate

registers and haz sub labelled

from Chemgold

Chemwatch training

Current

No – legislativ e requirem ent No

Yes – could be conducted by staff in Faculties who have suitable knowledge No, needs to be done by the person with the knowledge OHS officer provides information

Monthly

All haz sub staff trained

-

Training costs Presenter, venue, booklets, venue ,

Report to OD

Maintain OHS website

Current Galia

Regular

Website up to date and documents are available

0.25 X HEO4

Nil As required

Minutes of meetings & excel spreadsheets Incidents / First Aid

Current sarah

No

Monthly

Minutes distributed Spreadsheets up to date

8 hours

NIl

As required

INDUSTRIAL RELATIONS
Service description Current or prospective service Service optional Is the service reasonably available from a different provider? Frequency/ volume of service Quality of Service Indicator EFTs for this service Direct (non-salary) costs of service Reporting (to Robin frequency, format & content of reporting)

Provide interpretation and advice concerning the University’s Workplace

Current

No

Yes, but a law firm would charge a minimum of $350 -

Ongoing and daily

Clients satisfied with prompt service

0.2 X HEO 8.5

nil

Fortnightly

23

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

Agreement, policies and procedures to University staff members

$500 per hour – not cost effective. Need detailed knowledge of UNE specific provisions more effective and much cheaper inhouse. Current No Yes, but a law firm would charge a minimum of $350 $500 per hour – not cost effective. Need detailed knowledge of UNE specific provisions more effective and much cheaper inhouse. On demand Clients satisfied with prompt service 0.75 X HEO 8.5 nil Fortnightly

Investigate and progress matters in compliance with procedures as specified in the University Workplace Agreement and polices, for example,  workplace change,  misconduct,  unsatisfactory performance matters,  grievances and  disputes. Represent the University during consultation with the NTEU, CPSU and staff representatives when they become involved in such matters as workplace change, misconduct, unsatisfactory performance matters, grievances and disputes.

Current

No

Yes, but a law firm would charge a minimum of $350 $500 per hour – not cost effective. Need detailed knowledge of UNE specific provisions more effective and much cheaper inhouse. Yes, service could be provided by AHEIA, or by a law firm that could charge from $2000

On demand

Clients satisfied with prompt service

0.10 X HEO 8.5

nil

Fortnightly

Act as an advocate representing the University in courts and tribunals such as the Australian Industrial Relations Commission and the

Current

No

On demand

Clients satisfied with service

0.1 X HEO 8.5

Travel and accommodation costs as courts are mostly in Sydney.

Fortnightly

24

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

Anti Discrimination Board.

to $10 000 per day for a barrister as well as their own fee of a minimum of $350 - $500 per hour to instruct the barrister(s) and advise UNE, apart from AHEIA not cost effective.

Costs of conferences, seminars, legislation, journals and WorkForce newsletter to ensure professional development reflects current legislative requirements and practices. Current life of Workplace Agreement is two years but negotiations can take months Clients satisfied with service 2.0 X HEO 8.5 when required Costs of conferences, seminars, legislation, journals and WorkForce newsletter to ensure professional development reflects current legislative requirements and practices. Costs of conferences, seminars, legislation, journals and WorkForce newsletter to ensure professional development reflects current Daily during negotiations

Represent the University during negotiations for a new Workplace Agreement

Current

No

Yes, but a law firm would charge a minimum of $350 $500 per hour – not cost effective. Need detailed knowledge of UNE specific provisions more effective and much cheaper inhouse.

Produce University policy, procedures and templates, such as Australian Workplace Agreements

Current

No

Yes, but a law firm would charge a minimum of $350 $500 per hour – not cost effective. Need detailed knowledge of UNE specific provisions more effective and much cheaper in-

Ongoing as necessary

Clients satisfied with service

0.8 X HEO 8.5

Fortnightly

25

Service description

Current or prospective service

Service optional

Is the service reasonably available from a different provider?

Frequency/ volume of service

Quality of Service Indicator

EFTs for this service

Direct (non-salary) costs of service

Reporting (to Robin frequency, format & content of reporting)

house.

legislative requirements and practices. Ongoing as necessary Compliance across the University and policies and practices streamlined & accessible to all staff & managers. 0.1 X HEO 8.5 Costs associated with consultation (ie meetings / teleconferencing etc) and costs training and conference that ensure the IR staff are aware of and well versed in current legislative requirements and practices. Costs of seminars/informat ion sessions to ensure IR staff are fully versed in compliance requirements. As changes occur or as policy is developed/ finalised

Implementation of Collective Agreement conditions & policy

Current

No

No

HEWRRs

Current

No

No

Ongoing & as required to meet government submission requirements

Receipt of Federal Government HEWRRs funding

1.25 X HEO 8.5 when required

Ongoing and in line HEWRRs submission / compliance requirements

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